allsunny

I’ve probably listened to this band more than any other. I was born and raised in Los Angeles and grew up on it along with similar bands. I actually ran into Fat Mike totally randomly out in public this past year. I introduced myself, he’s a nice guy and exactly what you’d expect.

I study for an hour every morning on a subject I enjoy right after I finish my first cup of coffee - right now I’m learning Japanese but I’ve done other things like building apps or reading history books. Main thing is always making sure it’s something I’m personally interested in, and I don’t multithread. Interestingly time bounding myself makes it more fun because I look forward to coming back to it vs getting tired of it

It matters at a certain level that most don’t reach.

I used to play pool a long time ago and there was one player that was far and away the best in the billiard hall. He would always say, “It’s the Indian not the Arrow” when people would come in with their fancy personal pool cues. To make his point he would grab the most warped pool cue off the wall and generally beat anyone he went up against.

The saying isn’t PC these days but the lesson did stick with me.

“An inside look at the dizzying rollercoaster ridden over recent years by prodigy Iddo Gino and his unicorn Rapid, which he founded at the tender age of 17.”

The inconvenient truth is that the business exists not to provide engineers with work they’re happy with or proud of but to make investors money. The good news is developer happiness is associated with increased productivity and reduced attrition which usually factors into the business calculus in a much bigger way.

I work in one of those environments and we do have those people (lawyers). The next question is how should we prioritize solving for potential legal risk vs reliability risk vs new feature work. You’d expect it’s black and white, I promise you it’s not. The PM has to figure that out.

I agree with the point you’re making. I wonder if there’s a disconnect here based on the size and complexity of some of the businesses different commenters are working in.

I wonder what the author might suggest as an appropriate ratio of PMs to engineers might be. I generally like 1 per 10 person team. I also like the idea of not having a separate product tool but have yet to see a good tool that can satisfy software project management (eg Jira, Linear) and product ops (product board, Airtable).

There’s no doubt that smart watches offer way more functionality than a mechanical watch which is appealing to most consumers. However, what you’re buying with mechanical watches is more a form of art these days, and, for certain watches (eg Rolex) a status symbol. As someone who has always been drawn to watches (of all kinds), I really enjoyed this article. I even took off my watch (Omega Planet Ocean) and peered through the exhibition case back to take a look at the balance wheel and double barrels. Thanks for sharing!

Confusing article. “We should get rid of the PM role” but also “We still need people dedicated to do PM things… but don’t call them PMs, they’re just everyday great people.” I feel like the author had a bad experience working with a PM (the MBA comment is telling) and now wants to throw the baby out with the bath water. Business scale creates + requires role specialization. Sure, there are shitty PMs, and it’s a hard job, but I’d be super disappointed to lose my team’s PM.

This is the essence of it. It would be interesting if someone smarter than me put this through ChatGPT. I wonder how it might message it better.

Models are just applied statistics?